Greg Bustin Executive Leadership Blog

May 1 is the annual meeting – dubbed Woodstock for Capitalists – for shareholders of Berkshire Hathaway, the company led by Warren Buffett and Charlie Munger.

The following excerpts from Buffett’s February 26 letter to shareholders provide a glimpse of the principles, priorities and practices that have guided Berkshire Hathaway to consistent levels of high performance.  click here for more...

Just 24 months ago, most companies around the world were having good years.

I saw this first-hand as I spoke to groups of executives in the Netherlands, Canada and throughout the U.S.

Sure, not all companies were doing well. Some were just getting by. Yet for many, 2008 was a banner year. Companies in operation for decades were posting record revenues and record profits.

Leaders were understandably pleased with the results. To what, I would ask, do you attribute this stellar performance? Great leadership, the executives would invariably reply – with tongue only partly in cheek.

But at some point in 2008 – earlier in the year for some organizations, later for others – revenue growth began to slow for companies that a few months earlier had generated impressive financial results. By the first quarter of 2009, growth had stalled. By the middle of 2009, sales had slowed to a trickle. Prices were slashed. Shifts were cut. Wages were frozen. Furloughs were initiated. Positions were eliminated and people were fired.

Flat became the new Up. What happened?  click here for more...